{"id":513,"date":"2024-03-31T09:40:31","date_gmt":"2024-03-31T09:40:31","guid":{"rendered":"https:\/\/petrasc.codemonkeys.dev\/?p=513"},"modified":"2024-12-26T11:07:27","modified_gmt":"2024-12-26T09:07:27","slug":"executive-coaching-criteria-effectiveness","status":"publish","type":"post","link":"https:\/\/petrascoaching.gr\/en\/executive-coaching-criteria-effectiveness\/","title":{"rendered":"Executive Coaching: criteria of success and effectiveness"},"content":{"rendered":"

We know today that coaching is a reliable and effective service for executives and organizations (Organizational \/ Executive Coaching). In a previous article, I analyzed The Benefits of Coaching<\/a> And I did a lot of research. <\/p>\n\n\n\n

In this article I want to move on to the next question: if we know with scientific evidence that coaching is effective, What are the criteria for its success?<\/strong> What are the elements that ensure its effectiveness and make it a successful intervention for both executives and the organization that chooses it?<\/p>\n\n\n\n

I present and analyze 7 effectiveness criteria that I assess as decisive for the outcome of the project. This list emerged by composing the bibliography (academic research) with my personal experience over the last 15 years.<\/p>\n\n\n\n

Coaching of executives: Success Criteria<\/h3>\n\n\n\n
    \n
  1. The Professional Competence of the Coach<\/li>\n\n\n\n
  2. Installing the right contract<\/li>\n\n\n\n
  3. The relationship of trust and security<\/li>\n\n\n\n
  4. The Executive's Commitment to the Goal<\/li>\n\n\n\n
  5. The number of sessions<\/li>\n\n\n\n
  6. Management support for the project<\/li>\n\n\n\n
  7. Proper evaluation (and monitoring) of the project<\/li>\n<\/ol>\n\n\n\n

    1. The Professional Competence of the Coach<\/h4>\n\n\n\n

    Professional competence involves the training and experience of the professional. That is, university studies, training in Organizational \/ Executive Coaching, accreditations and previous collaborations. Executive Coaching is the top of coaching services as it is addressed to high-ranking executives, which is why the requirements for the coach's profile are increased. The background and experience affect a) the prestige and acceptance of the professional within the organization and b) his confidence to ask the rules, the right questions and to invite with self-confidence the senior executives to explore their thoughts and feelings. His studies and certifications should demonstrate that he has an in-depth knowledge of both the human personality and the dynamics of systems such as those of large companies. <\/p>\n\n\n\n

    2. Installing the right contract<\/h4>\n\n\n\n

    The \u201ccontract\u201d in coaching is a process of clarifying goals, expectations, success criteria, rules, ethics and aligning all parties on a commonly agreed agenda. It is a complex process coordinated by an experienced coach. The rules of agenda setting, ethics, confidentiality of sessions, clarification of goals and expectations, timing, lead to the necessary agreement between all parties -coach, coachee, leadership, HR. The coach explains what coaching is and is not, what to expect from the sessions, sets the rules and coordinates the system with all stakeholders. Trust the process no matter how strenuous it may seem at first, it's 50.% of success.<\/p>\n\n\n\n

    3. The relationship of trust and security<\/h4>\n\n\n\n

    Coach and coachee co-create an environment of mutual respect, trust, security and acceptance in which the coachee can express himself freely. The coach does not judge or evaluate the performance and behaviors of the executive, is not a representative of HR or leadership, honors confidentiality and the rules they have jointly agreed. It shows empathy, respects the ideas, opinions, identity of the coachee and helps him achieve the goals he has set on the agenda. It helps the executive to understand himself and the environment in which he works and develops. At the same time, he knows when he will challenge the coachee and invite him to explore the unknown and the difficult. This kind of relationship is a necessary component of success. <\/p>\n\n\n\n

    4. The Executive's Commitment to the Goal<\/h4>\n\n\n\n

    While every executive at the verbal level sets goals, commitment to the agenda and process is something deeper. The essential commitment is the relationship<\/em> coachee with the goals he pursues and his sessions. The experienced coach helps the executive to strengthen his\/her connection with what he\/she seeks, to recognize the importance of his\/her sessions (and rules) and to take responsibility for his\/her success. The process of meaningfully linking to the desired outcome is crucial for the outcome of a coaching\/intervention. <\/p>\n\n\n\n

    5. The number of sessions<\/h4>\n\n\n\n

    The surveys highlight the need for a sufficient number of sessions without, of course, defining a specific number. The rule is: The more the better if there are two criteria. Firstly, the coach has the required competence (education, experience) mentioned above and secondly, the agenda is active, that is, a collaboration is not maintained without reason, without the sessions producing a product. <\/p>\n\n\n\n

    6. Management support for the project<\/h4>\n\n\n\n

    The attitude of the Management towards the project, i.e. the leadership of the HR and the senior leadership of the organization, decisively influences its effectiveness. The support of the project by the Management is shown firstly in the choice of the coach, the data he evaluates, the way he makes the evaluation and of course the budget he releases for the project so that he is the most suitable professional for the most possible sessions and not the cheapest for the fewest possible ones. Then, we need the Management to frame the project as a whole, to properly share its expectations from the executive and to provide comprehensive feedback. For better preparation, we often carry out coaching sessions with leadership and HR to carry out their work successfully. <\/p>\n\n\n\n

    7. Proper evaluation (and monitoring) of the project<\/h4>\n\n\n\n

    Progress review and coaching evaluation in the organization is de facto a difficult equation. This is because the project is implemented in individual sessions that are confidential, it requires the creation of a climate of trust and security, while at the same time many stakeholders are looking for results - HR, leadership, coachee. In these circumstances, every measurement and evaluation should remain very close to people's own experience, focus on what is happening in everyday life accurately and draw feedback from everyone involved. Proper monitoring and evaluation of the project therefore includes the following: a) the installation of the contract as I presented above with clarification of expectations and objectives b) regular feedback meetings between an executive and direct leadership (direct report) with the participation and support of the coach c) self-reporting tools \/ questionnaires that reflect the reality before and after the intervention. <\/p>\n\n\n\n

    Executive coaching only works when the required conditions are met<\/h2>\n\n\n\n

    The consistent application of the above criteria that ensure the success of executive coaching is the task of the professional coach. Failure to comply with them leads to a negative prognosis and in cases where it is impossible to establish an appropriate framework, it is preferable not to opt for intervention. Coaching is not a panacea, it is not a \u201cmagic filter\u201d to solve every problem. However, the Its proper use, where appropriate, leads documented to the desired results.<\/strong><\/p>\n\n\n\n

    This is not an easy equation and in every project there are difficulties and contingencies. There is no perfect intervention.<\/strong> but the best possible in any case.<\/strong> However, all seven criteria should be sufficiently confirmed to ensure not only the result but also the quality of our intervention.<\/p>\n\n\n\n

    References and indicative bibliography:<\/h4>\n\n\n\n
      \n
    1. Agarwal, R.? Angst, C.? Magni, M. (2009). The Performance Effects of Coaching: A Multilevel Analysis Using Hierarchical Linear Modeling. The International Journal of Human Resource Management<\/em>, 20(10): 2110-2134.<\/li>\n\n\n\n
    2. Baron, L., Morin, L., (2009). The Coach-Coachee Relationship in Executive Coaching: A field study. Human Resources Development Quarterly, <\/em>Vol. 20, No 1.<\/li>\n\n\n\n
    3. Blackman, A., Moscardo, G., & Gray, D. E. (2016). Challenges for the Theory and Practice of Business Coaching: A Systematic Review of Empirical Evidence. The Human Resource Development Review.<\/em> 15(4), 459\u2013486<\/li>\n\n\n\n
    4. Bozer, Gil & Pirola-Merlo, Andrew. (2018). Executive Coaching Effectiveness: A conceptual framework.<\/li>\n\n\n\n
    5. Bono, J.? Purvanova, R.K.? Owler, A.J.? David, B. (2009). A Survey of Executive Coaching Practices. Personnel psychology<\/em>, 62(2): 361-404.<\/li>\n\n\n\n
    6. Bowles, S.V., & Picano, J.J. (2006). Dimensions of Coaching Related to Productivity and Quality of Life. Consulting Psychology Journal: Practice and Research<\/em>, 58(4), 232\u2013239.<\/li>\n\n\n\n
    7. Burke, D., & Linley, P.A. (2007). Enhancing Goal Self-Concordance Through Coaching. International Coaching Psychology Review<\/em> 2(1), 62\u201369.<\/li>\n\n\n\n
    8. Conway, R.L. (2000). The Impact Of Coaching Mid-Level Managers Utilizing Multi-Rater Feedback. Dissertation Abstracts International, A (Humanities And Social Sciences), 60(7-A), 2672.<\/li>\n\n\n\n
    9. Eggers, J. H., & Clark, D. (2000). Executive coaching that wins. Ivey Business Journal<\/em>, 65\u201370(1).<\/li>\n\n\n\n
    10. Ely, K., Zaccaro, S.J. (2010). Evaluating the Effectiveness of Coaching: A Focus On Stakeholders, Criteria, and Data Collection Methods. In G. Hernez-Broome & L. Boyce (Eds.). Advancing Executive Coaching <\/em>(Pp. 317-349). San Francisco: Jossey-Bass.<\/li>\n\n\n\n
    11. Fisher R.H. et al, (2023). Executive coaches\u2019 backgrounds \u2013 Yes, they can make a difference. International Journal of Evidence Based Coaching and Mentoring<\/em>, Vol. 21(2), pp.118-133.<\/li>\n\n\n\n
    12. Garcia, J. M. De Haro, (2012). Executive Coaching Results: A Classification Proposal. Papeless Del Psicologo, <\/em>Vol. 33(3), Pp. 221 \u2013 226.<\/li>\n\n\n\n
    13. Grant, A., Curtayne, L., Burton, G. (2009): Executive Coaching Enhances Goal Attainment, Resilience and Workplace Well-Being: A Randomised Controlled Study The Journal of Positive Psychology: Dedicated to Furthering Research and Promoting Good Practice<\/em>, 4:5, 396-407.<\/li>\n\n\n\n
    14. Hodgetts, W.S. (2002). Executive coaching: What Can Go Wrong (And How to Prevent It) In C. Fitgerald And J.G. Berger (Eds.), Executive coaching: Practices and Perspectives<\/em>. Palo Alto, C.A.: Davies-Black.<\/li>\n\n\n\n
    15. Kombarakaran, F., Yang, J., Baker, M., & Fernandes, P., (2008). Executive coaching: It works! Consulting Psychology Journal: Practice and Research, <\/em>Vol. 60, No 1, Pp 78-90.<\/li>\n\n\n\n
    16. Kampa-Kokesch, S. (2002). Executive Coaching As An Individually Tailored Consultation Intervention: Does it increase leadership? Dissertation Abstracts International: Section B: The Sciences & Engineering,<\/em> 62(7-B), 3408<\/li>\n\n\n\n
    17. Libri, V., & Kemp, T. (2006). Assessing the Efficacy of a Cognitive Behavioural Executive Coaching Programme. International Coaching Psychology Review<\/em>, 1(2), 9\u201320.<\/li>\n\n\n\n
    18. Luthans, F.? Peterson, S.W. (2003). 360-Degree Feedback With Systematic Coaching: Empirical Analysis Suggests A Winning Combination. Human Resource Management<\/em>, 42(3): 243-256.<\/li>\n\n\n\n
    19. Moen, F.? Allgood, E. (2009). Coaching and the Effect on Self-Efficacy Organization Development Journal<\/em>, 27(4): 69.<\/li>\n\n\n\n
    20. Pandolfi, C. (2020). Active ingredients in executive coaching: A systematic literature review. IInternational Coaching Psychology Review <\/em>15(2), 6\u201330.<\/li>\n\n\n\n
    21. Smither, J.W., London, M., Flautt, R., Vargas, Y., & Kucine, I. (2003). Can Working With An Executive Coach Improve Multisource Feedback Ratings Over Time? A Quasi-Experimental Field Study. Personnel Psychology, 56(1), 23\u201344.<\/em><\/li>\n\n\n\n
    22. Stober, D.R. (2008). Making It Stick: Coaching as a tool for organizational change. Coaching: An International Journal of Theory, Research and Practice<\/em>, 1(1), 71\u201380.<\/li>\n<\/ol>","protected":false},"excerpt":{"rendered":"

      We know today that coaching is a reliable and effective service for executives and organizations (Organizational \/ Executive Coaching). In a previous article I thoroughly analyzed the benefits of coaching and presented a number of researches. In this article I want to move on to the next question: if we know with scientific evidence that coaching is effective, which [\u2026]<\/p>","protected":false},"author":2,"featured_media":1538,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[8],"tags":[22,10,75,82,30,78,80,21,20,81,77,76,79,11],"class_list":["post-513","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-articles-petrascoaching-gr","tag-coach","tag-coaching","tag-coaching-","tag-executive-coach","tag-executive-coaching","tag-organizational-coaching","tag---coaching","tag-21","tag-20","tag-81","tag-76","tag--coaching","tag-11"],"blocksy_meta":[],"acf":[],"_links":{"self":[{"href":"https:\/\/petrascoaching.gr\/en\/wp-json\/wp\/v2\/posts\/513","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/petrascoaching.gr\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/petrascoaching.gr\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/petrascoaching.gr\/en\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/petrascoaching.gr\/en\/wp-json\/wp\/v2\/comments?post=513"}],"version-history":[{"count":5,"href":"https:\/\/petrascoaching.gr\/en\/wp-json\/wp\/v2\/posts\/513\/revisions"}],"predecessor-version":[{"id":1630,"href":"https:\/\/petrascoaching.gr\/en\/wp-json\/wp\/v2\/posts\/513\/revisions\/1630"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/petrascoaching.gr\/en\/wp-json\/wp\/v2\/media\/1538"}],"wp:attachment":[{"href":"https:\/\/petrascoaching.gr\/en\/wp-json\/wp\/v2\/media?parent=513"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/petrascoaching.gr\/en\/wp-json\/wp\/v2\/categories?post=513"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/petrascoaching.gr\/en\/wp-json\/wp\/v2\/tags?post=513"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}